1. Being a Strategic Partner
Hawkeye ASTD Program; February 8, 2013

2. Being a Strategic Partner
Objectives
Stimulate thinking
Facilitate discussion
Share ideas, resources

3. Being a Strategic Partner
Agenda
What?
Who?
Why?
How?

4. Being a Strategic Partner
Introductions
Name
Organization
What’s a strategic partner?

5. What does it mean to
be strategic?

6. Strategic Learning & Development
Percentage of Market Value Related to…
Tangible
Assets
38%
62%
80%
62%
38%
20%
19821
Intangible
Assets
19921
20022
1. Brookings Institution analysis of S&P500 ; 2. Kaplan & Norton

7. Revenue, Sales, and
Market Share Growth
ROA
ROE
ROI
ROS
Innovation,
Customer
Satisfaction
Engagement, Quality, Op
erational Performance

8. Strategic Learning & Development
“Moving the needle” on measures of success
• External (Mission Based) Impact:
– Increase readiness for college and career
– Improve earning potential with certifications
– Drive awareness of insights that unlock potential
•
•
•
•
Culture (Learning and Growth)
Operational Excellence (Business Process)
Customers (Customer)
Financial (Financial)

9. Strategic Learning & Development
Focused on “superordinate” goals
Workforce
Requirements
Vision
Strategies
Strategic
Priorities
Values
Workforce
Capabilities
Knowledge
and Skills
Behaviors
Motivation

10. CORE COMPETENCIES
ACT’s Strategic Competencies
Leadership & Empowerment
Excellence & Management
Innovation & Improvement
Collaboration & Inclusion
Talent & Development
Foundation & Expertise

11. What does it mean to
partner? With whom?

12. Who is
responsible for
learning and
development?

13. Ed Schein’s 3 Consultant Roles
• Expert: delegated authority to plan and
implement initiatives; manager(s) and
others play an inactive role
• Pair-of-hands: applies specialized
knowledge to implement action plans
defined by the manager(s)
• Collaborative: shared responsibility for
planning and implementation

14. Mary Broad’s Transfer of Training
Before
During
After
Manager
1
8
3
Learner
7
5
6
Trainer
2
4
9

16. Who else is
responsible for
learning and
development?

17. Who Else may have responsibility?
• Senior leaders
• Subject matter experts
• Internal and/or external customers
• Coaches or mentors (internal, external)
• Other internal partners (IT, Communications)
• Other external partners (materials, delivery)
• Communities of Practice (Hawkeye ASTD)

18. Why is it important to
be a strategic partner?

19. Trends
•
•
•
•
•
•
•
Learning technology advancements
Ubiquity of mobile devices
Increased focus on social learning
Culture of connectivity
Economic uncertainty
Demographic shifts
Globalization

20. Implications
• Being proactive business partners
– Bringing others together (e.g., Business
Units, HR, IT) to address needs
– Critical to understand the business, its
strategies, and how to align to goals
• Demonstrating value and impact
– CEOs care about impact more than ROI
• Helping organizations retain knowledge

21. Implications
• Being facilitators of learning rather than
just deliverers of training
– Build an environment and communities that
support learning, not single learning events
• Understanding and using technology
– Leverage to guide and supplement learning
– Learning is at the core; technology enabler

22. How do we become
(better) strategic
partners?

23. 2004 ASTD
Competency
Model
Learning Strategist
Business Partner
Project Manager
Professional Specialist

24. 2013 ASTD
Competency
Model
© 2013 by The American Society for Training & Development (ASTD). All Rights Reserved.
For use by permission only

25. Areas of Expertise
Original name
New name and extent of updates
Designing Learning
Instructional Design - substantial updates
Delivering Training
Training Delivery - substantial updates
Human Performance Improvement
Performance Improvement - minor
Facilitating Organizational Change
Change Management - minor
Managing the Learning Function
Managing Learning Programs - minor
Managing Organizational Knowledge
Knowledge Management - substantial
Career Planning & Talent Management Integrated Talent Management - minor
Coaching
Coaching - minor
Measuring and Evaluating
Evaluating Learning Impact - substantial
Learning Technologies - new area

26. Anthem Video

27. How will we improve
ourselves, our
teams, our
organizations, and
our Hawkeye ASTD
Chapter?

28. www.astd.org/cplp
http://www.astd.org/Certification/Competency-Model/job-aids
www.astd.org/careernavigator

29. Consider partnering with ACT
on field testing the new
teamwork assessment
All-Chapter program on March 8 at
Rockwell Collins in Cedar Rapids
9-11 AM
April 9 program on ROI for Training
7:30-9 AM
Professional Development Events:
CPLP Study Groups,
PD Days

30. Spread the word about
Hawkeye ASTD’s Job Board;
currently four positions posted, including
ACT’s job opening: L&D Partner
If you are a guest interested in joining
Hawkeye ASTD, during the next week
you can apply your guest fee toward
your membership.
Thanks for participating today!